Interactional framework
L-F-S

Leader

Situation

Followers

Personality

position

expertise

Values

Norms

cohesiveness

Task

Stress

Environment

In group leaders

Out group leaders

Loyalty, commitment, love of leader

greater degree of influence, careful not to use authority and break loyalty, commitment

Individual to the leadership equation

Alienated followers (cynical, negative)

Conformist followers (yes people)

Pragmatist followers (rarely committed, master bureaucracy for their own protection)

Passive followers (rely on the leader to do all the thinking)

Exemplary followers (consistent for leaders / coworkers of independence, innovative and willing to stand up)

Organization

Task autonomy: degree of which a job provides an individual with some control over what he does and how.

Task feedback: degree to which a person accomplishes the task from performing the task itself

Task structure:
Structured- known method to solving the task i.e. math problem
Unstructured - no clear cut method i.e. morale problem

Task interdependence: degree to which tasks require coordination and synchronization for teams to accomplish desired goals.

Adaptive vs technical problems:
Adaptive is likely the problem when it involves hearts and minds, process of elimination, continuing conflict or crisis

Formal Organization:
disciplines of mgmt, org behavior, org theory.
Level of authority concerns our hierarchical levels in an org

Organizational Structure: the way an org's activities are coordinated, controlled and represents another level of SITUATION that leaders and followers must operate.

Spatial complexity: geographical dispersion

Horizontal complexity: # of boxes

Vertical complexity: # of hierarchical levels

Centralization: diffusion of decision making throughout an org

Informal Org: culture...
Org Culture: a system of shared backgrounds, norms, values, or beliefs among a group of people
Org climate: members subjective reactions to the org i.e. feelings, do we get along

VUCA: Volatile, Uncertain, Complex and ambiguous

Theory of organizational culture

Hierarchy culture: formalized processes etc.

Market culture: formalized but focus on external environment

Clan culture: focus inward, high degree of flexibility - like extended family or relationship cultures

Adhocracy (ad hoc) culture: high degree of flexibility but focus externally

Simple, familiar, clear, gradual change
VS
Complex, unfamiliar, ambiguous and rapid change

Societal culture: learned behaviors characterizing the total way of life of members within any given society

GLOBE:
Future orientation: how individuals engage in future planning and investing in the future
Collectivism: how individuals express pride, loyalty etc. in org or small groups

Implicit leadership theory: holds individuals beliefs, assumptions about attributes and and behaviors that distinguish leaders from followers, effective leaders from ineffective leaders and moral from immoral

Culturally endorsed implicit theories of leadership (CLT):

  1. Charismatic/value based leadership
  2. Team orientated leadership
  3. Participatative leadership
  4. Humane orientated leadership
  5. Autonomous leadership
  6. Self-protective leadership

Universality of leadership attributes POSITIVE: Trustworthy, just, honest, foresighted, plans ahead, encouraging, informed, excellence orientated, positive, dynamic, motive arouser, confidence builder, motivational, dependable, coordinator, intelligent, decisive, effective bargainer, win-win problem solver, administratively skilled, communicative, team builder
Universality of leadership attributes NEGATIVE: loner, asocial, noncooperative, irritable, nonexplicit, egocentric, ruthless, dictorial
Universality of leadership attributes CULTURALLY CONTINGENT: ambitious, cautious, compassionate, independent, individualistic, logical, orderly, sincere, worldly, formal, sensitive